How Ramp Grew So Fast: From Launch to $2B Revenue in 6 Years

at the very beginning of the company, the answer was very easy of like, look, our cost of capital is nowhere close to a bank's. The interchange that we could make is nowhere close to it. We have all the disadvantages of scale. … We need to move fast, we need to have this emphasis around velocity to ship product and just kind of blitzkrieg faster than maybe others could respond. … they sell money and we sell time.

Feb 17, 2026Cheeky PintRead the original

In 1000 days, Ramp became the fastest growing corporate card in America (and the first to try to help customers spend less), scaled to nearly 9 figures in revenue, and did so at sustained hypergrowth (20%+ MoM growth). What was our playbook? … Count the days. In our first board mtg w/ @rabois, we put the day since founding. It became core to our culture. … when you ask hard questions ("How will we do more these next 60 days than the last?"), you grow.

Dec 13, 2021X932 likesView on X

when I joined, we were about 10-ish folks, about eight engineers, and in three months, we built a competitor to Amex. Six months after that, we built a competitor to Expensify … We basically gave a team goal of building a competitor, Bill.com. It was three engineers, one designer, one PM three months, and they hit out of the park. … small teams have a single-threaded focus, give them the resources they need to execute big lofty goals, very tight timelines, and then shield them from the chaos

Aug 6, 2023Lenny's PodcastRead the original

The world is accelerating. So should our velocity. 6.5 days (incl a 4 day holiday break) from customer feature request to production for all Ramp customers.

Jul 10, 2024X264 likes57K viewsView on X

At Ramp we ship a new major feature every day - it's impossible for leaders stay up to speed. To keep a high bar without slowing folks down, teams can ship to early access tier whenever they want but need review for general release. Crazy fact: 10% of customers opt into early access because they can't get enough. That's 5000+ businesses. Plenty to work with. To release to general public, teams need to prove this product works and get sign off for heads of eng, product and design. Here is our template: 1. What did we build and why 2. What's the demo in < 3mn (loom) 3. Did we meet our goals in early access (hex dash) 4. Are customers raving about this (LLM on Zendesk tickets, Sprig surveys, and Gong transcripts) 5. Will customers easily discover and start using it (first time user journey) 6. Is sales ready to sell, AM ready to activate, and support ready to troubleshoot 7. Do we have a clear rollout plan (launch tier, pricing, coms) … Leadership has 48h to review or it ships.

Dec 4, 2025X1.8K likes394K viewsView on X

We only hire builders (and we’re on a hiring spree)! Reply with something you've built. I'll read them personally. We’re interviewing the best ones. You’ll be a good fit if you: - work best without permission - default to “how could I automate this” … - make prototypes, not powerpoints - don’t like hierarchy

Mar 27, 2026X2.6K likes579K viewsView on X

The problem is most people who are exceptional at what they do tend to be very spiky. They don't have an evenly distributed skill set. This approach makes it very easy to find flaws and disqualify candidates. On the other hand, it also makes it very hard to find people who have 10x potential and can grow with you.

Oct 12, 2021Ramp Builders blogRead the original

We don’t hire external managers in our engineering team and rarely do in sales or other teams either. Instead, we hire builders and individual contributors — as they succeed, they can grow into player-coaches. … Jump on sales calls. Answer customer support tickets. Use and improve your products.

Sep 9, 2024X63 likes8.5K viewsView on X

I’m less interested in what is the résumé … I’m far more interested in proof of work.

Jul 14, 2026Founders podcast, via FortuneRead the original

We now have an absolute requirement for anyone joining Ramp to be proficient with AI tools. No exceptions. For PM candidates, there's a dedicated interview session: build me a product, show me how you built it, walk me through how it works. It's a full-blown prototype, not a slide deck.

Apr 8, 2026X2.4K likes1.6M viewsView on X

From day one, it’s what I’ve told our team: when a customer runs into a problem, the person who notices should dig in. When someone finds a better way to work, they should build it for the team. … Most orgs slow down as they grow. Our builders now ship 6x as much code per person as they did a year ago … In the past month, 99% of our engineering, design, and product teams used Inspect, and Inspect now accounts for 74% of merged PRs.

Oct 27, 2026Ramp blogRead the original

Last week, David Senra asked me: “How does Ramp move so fast?” … Take new feature requests. They used to be copied by hand into Salesforce, about 300 a month. In May, an account manager saved a prompt to Glass that pulls them straight from customer calls. Now we capture 20,000 a month. Another prompt prioritizes them. A third emails customers when something they asked for ships. … I sent David four words back: “We learn things once.”

Oct 13, 2026X2K likes655K viewsView on X

We’re not some AI-driven finance tool that we’re going to market. Do you want to adopt AI in your finance team? No. We exist to save you time and money. We lead with the benefit. We talk about the outcome that we’re trying to drive, and we put these in simple terms. But I would say it’s actually not possible to use Ramp today without using AI.

Dec 3, 2024Training Data (Sequoia)Read the original

We obsess over saving our customers time and money. That's why we're growing faster.

Oct 15, 2026Press releaseRead the original

On the time YC cofounder @jesslivingston tore me a new one and changed the future org structure of Ramp: … Her point was that the real solution isn’t solving tickets, it’s listening to customers and building a better product so customers never need to write in the first place. … You can’t out-hire a bad product, or compensate for poor taste with a big support team. … To this day, almost a decade later, support reports into product at @tryramp

May 14, 2024X1.5K likes251K viewsView on X

Your product will not be able to solve everything for everyone. You need to be very opinionated as to who you actually want to serve and be willing to walk away from customers that might be lucrative but will take you in a different direction. … Example for us is Expensify integration. Customers wanted it. Sales wanted it. I didn’t want to build it. Five years later look at their stock price vs ours…

Oct 9, 2025Reddit AMARead the original

We wanted a product-first sales team that would truly understand what we were selling, the competitive landscape, and the buyer personas. We didn’t look for people with typical SDR or even AE backgrounds. … we were paying well above market rate but we made the math work because the output of Sam, Weber, myself, and others was 5x market value - we were all booking 40-50 meetings a month

Apr 10, 2025PathlightRead the original

At some point, I believe it was Karim (CTO) who came to us and asked, how do we make outbound an engineering challenge? … They watched my workflow, all my manual clicks, and automated as much as possible. … We had a Slack channel called #outbound-meetings—any time someone booked a meeting, the entire company saw the message, who the prospect was, and the exact outreach that worked.

Apr 10, 2025PathlightRead the original

We believe that marketing is fundamentally an engineering problem — the systems we need to build to effectively deploy $ (CAC) in exchange for adoption (LTV). So CTO makes sense. … Brand marketing — that also sits under the CTO but reports into our head of design… empowered to take creative action and be bold (e.g. Super Bowl campaign, Brian from The Office...).

Oct 9, 2025Reddit AMARead the original

I had cold DM’d Rohan Kumar who led social at Mr. Beast for 4 years … I invited him plus his friends Lewis Atallah and Mattias Russo-Larsson to our office for a week-long brainstorm. The deal was that each day we’d pitch stunt ideas, and by Friday we’d choose our favorite. … After working 50+ hours, we landed on one idea that stuck: a glass box with someone trapped inside, living the visceral pain of manual expense reporting.

Oct 21, 2025Link in BioRead the original

We put our customers’ long-term success first, helping them spend less – even if that sometimes comes at the cost of our own short-term profit. … true to both of our DNA, we pulled together our first Super Bowl ad in less than a week. The team came up with a purposefully absurd scene: show Saquon buried in a mountain of expense reports instead of doing what he does best – playing football.

Feb 6, 2025Ramp blogRead the original